- Hardcover: 400 pages
- Publisher: Portfolio Hardcover; 1 edition (November 8, 2007)
- Language: English
- ISBN-10: 1591841534
- ASIN: B001BSSI3Q
- Product Dimensions: 6.3 x 1.3 x 9.2 inches
- Shipping Weight: 1.4 pounds (View shipping rates and policies)
- Average Customer Review: 40 customer reviews
- Amazon Best Sellers Rank: #2,511,039 in Books (See Top 100 in Books)
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Judgment: How Winning Leaders Make Great Calls Hardcover – Bargain Price, November 8, 2007
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From Publishers Weekly
Leadership gurus Tichy (Control Your Own Destiny or Someone Else Will) and Bennis (On Becoming a Leader) examine the critical role judgment plays in effective leadership. Calling judgment the essence of leadership, they identify three judgment domains that can undermine any leader's success—people, strategy and crisis—and explore such challenges as selecting the top team, CEO succession, and crisis as a leadership development opportunity. The good news: even if one isn't born with good judgment, it can be learned. To sustain it, a leader must have character, courage and clear standards, especially when facing obstacles. For example, Jim McNerney, who became CEO of Boeing when it was amid a Justice Department investigation, developed a story line—or Teachable Point of View—that created and reinforced a theme of high ethical standards, bringing about a new partnership with Boeing's stakeholders. Additional real-world examples from Royal Dutch Shell, Proctor & Gamble and General Electric illustrate critical points of both good and bad judgment. Easy-to-read charts, lists and matrices reinforce key points. Particularly useful is the final Handbook for Leadership Judgment focusing on the practical level. This engaging and thorough work should be mandatory reading for executives and managers at all levels. (Nov. 8)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
This is an instant classic that will be read and consulted by leadersand those who seek to become leadersfor years to come.
Richard D. Parsons, chairman and CEO, Time Warner
Great calls deserve a comparable book to explain them, and now we have one. Read, learn, enjoy.
George P. Shultz, former United States secretary of state
The leadership judgment framework is a tool leaders can use to develop the ability in their executive teams. This book can benefit anyone who is in or aspires to be in a leadership role.
Dieter Zetsche, chairman, DaimlerChrysler
Judgment, from two of the most respected thought leaders of our times, is a blueprint, a gift to leaders of the future.
Frances Heselbein, chairman, Leader to Leader Institute, and founding president, Peter F. Drucker Foundation for Nonprofit Management
Tichy and Bennis write with clarity and good sense. You can hang your hat on the authors understanding of good judgment and its role in effective leadership.
Jeff Kindler, chairman and CEO, Pfizer
Judgment is a singular achievement. Its just the right blend of management wisdom and leadership action. Howard Schultz, founder and chairman, Starbucks
Judgment is an enjoyable read illuminating key judgments made by some of Americas foremost business leaders. David W. Heleniak, vice chairman, Morgan Stanley
This is as close to a definitive book on leadership as one can pray for.
Amitai Etzioni, author of My Brothers Keeper
I am a raving fan of both Noel Tichy and Warren Bennis. In this important book they give a crash course on judgment, revealing the tools great leaders use to make the right calls at the right time.
Ken Blanchard, coauthor, The One Minute Manager and Leading at a Higher Level
< [It] is about how leaders put the energy into vision and strategy. . . . absorbing.
Sisdemenore- Edward A. Snyder, dean, University of Chicago Graduate School of Business
If you were to read only one book this year on leadership, this would be it.
Vijay Govindarajan, professor of International Business, Tuck School at Dartmouth
Top customer reviews
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The book is based on the authors' experience as consultants and research that included interviews with a number of top CEOs that included Jeffrey Immelt from General Electric, Jim McNerney from Boeing and A.G. Lafley from Proctor and Gamble, as well as a number of other executives from different parts of corporate America, as well as non-profits.
The first point that they make is that good leaders make sound judgments about:
Dealing with crisis
They then define some key qualities of leaders:
1. They are teachers: a term that the authors use is TPOV: Teachable Point of View. Noel Ticky ran General Electric's leadership center in Crotonville, New York, so not surprisingly Jack Welch is used as an example of a CEO who was also a master teacher who fostered a culture of continuous teaching by other executives in the company
2. They are inclusive: The book spends some time examining the way in which programs at Best Buy and Intuit have provided intense training of front-line workers in the basics of good business practices
3. They are effective storytellers: The authors describe a series of employee workshops conducted by Circuit City, in which teams were given an hour to write a story that they would like to see on the front page of Business Week two years from now. The stories had to be remarkably specific narratives, not only describing where the company would be in two years time, but also the company culture, leadership and challenges that they had faced.
4. They are self-aware: The effective leaders had for the most part overcome whatever impediments stood in their way, including themselves. Most had dissolved those blocks by a regular practice of ruthless self-scrutiny.
5. They are usually courageous: The authors picked Eleanor Josiatis, who runs the non-profit Focus: Hope in Chicago, whose mission is to combat racism and poverty. The organization grew out of the ashes of the Detroit riots of 1967, and over the years has carried on its work despite hate mail and threats.
There is also a fascinating interview with Kathleen Gallo, who is the chief learning officer at North Shore-Long Island Jewish Hospital System, and whose work has become well known in the field. Leaders are taught to manage crisis by studying the methods employed by triage nurses, who are required to make life-or-death decisions every day. As Kathleen says, "You cannot plan for everything, so you plan for anything."
A recent research study has suggested that leaders are often just the people who were not afraid to express an opinion, and they did so clearly and repeatedly. Eventually most other people would go along with them. That may well be correct, but in the long term it is essential to have mastery of a number of other skills, and this book provides us with some very clear guidelines for areas that that any of us can focus upon, examine and in which we can try to excel.
Richard G. Petty, MD, author of Healing, Meaning and Purpose: The Magical Power of the Emerging Laws of Life
Another customer reviewer here nailed the importance of this book. He called it a "gem among a sea of brain-dead business books." I agree on both counts. When Warren Bennis speaks, people listen. Normally, hot books create their own buzz, but my circles are not talking about this one yet. It's a weighty topic (392 pages) and a slim-jim novelette wouldn't do it justice.
Judgment, preach the authors, is "the essence of effective leadership." It involves three domains: people, strategy and crisis. Interestingly, those are three of my 20 management buckets: the People Bucket, the Strategy Bucket and the Crisis Bucket in my book, Mastering The Management Buckets: 20 Critical Competencies for Leading Your Business or Non-profit. They call judgment the proverbial elephant on the table--because it's rarely addressed. "Without a deeper and more compelling understanding of how leaders exercise judgment, the study of leadership can never be complete," they write.
"Take any leader, a U.S. president, a Fortune 500 CEO, a big league coach, wartime general, you name it. Chances are you remember them for their best or worst judgment call." Examples: Harry Truman (atom bomb), Nixon (Watergate), Bill Clinton (Monica), Coca-Cola's Robert Goizueta (New Coke), and Carly Fiorina ("for destroying HP's redoubtable culture").
The stories and anecdotes are rich, sometimes page-turning (wow--they do not like Fiorina). The 100-page "Handbook for Leadership Judgment" is a model for what's missing from other brain-dead business books. Buy it. Read it. Study it. You'll enhance your judgment and decision-making. Guaranteed.
Yes, some reviewers panned the book, saying it was mostly a collection of aphorisms. Even if I agreed (and I don't), I say aphorisms can be highly instructive, especially when presented with a framework from which to draw patterns of helpful meaning. The book's subtitle - "How Winning Leaders Make Great Calls" - is the framework.
The authors claim that good judgment is at the heart of effective leadership. They further claim that long-term results should be a primary measurement of judgment. In both our political and business history we certainly have a wealth of evidence supporting those claims.
Tichy and Bennis say the most effective leaders provide a storyline, or vision, that guides their organizations through change. Such a storyline serves as the central rallying cry for their people. Again, we see examples in our own history. Ronald Reagan comes to mind in politics (even his distractors agree that he did a superb job selling his "script"). In business, Jack Welch of GE and Steve Jobs of Apple are examples of visionaries.
Finally, the authors point out that strategy is incomplete. Change is not a destination, it's a journey. It's never really finished. Life continues to evolve. To be good at it requires Judgment.